![]() That month, we revealed Photolemur to the market. We knew all this because we’d iterated and tested constantly, but without ever investing in superfluous perks or features that we knew would only distract us from our larger goal, which was to make Photolemur profitable. We knew, too, which audiences not to try and target with Facebook and Google ads. To pay for all this, we continued using our own money.īy August, we’d determined the correct business model and pricing model––a fixed fee for purchasing a license and owning the software. We allowed certain audiences to try it, tested our assumptions regarding our messaging and platform, and then we tried on different pricing models––namely, subscription versus fixed. We launched the product with a soft launch early in 2017.īecause the high season for software and digital sales begins in autumn, we set about testing our product early in the spring of 2017. ![]() We didn’t want to take on other people’s money because we knew that when you do, you tend to operate with less purpose and care. The decision not to take in outside funding was a natural byproduct of our commitment to efficiency. That’s when we set about identifying the correct level of pricing and how to position the product in the market. So we invested in development first, and only hired a marketer once the product was about ready. From there, we set out to determine just how sticky the software really was. ![]() The first thing we did was establish a lean and efficient team. Photolemur started out as an experiment to see if we could break even on what we put into the company from our own personal capital and knowledge.Īt its core, that’s how the company was born: as a challenge to see if we could purposefully and intelligently develop a lean and efficient company ![]() Here’s why we decided to go this route, how we did it, and what we’ve learned in the process. It was for this reason that we decided not to raise outside capital, but to instead finance the project entirely on our own.Īnd it’s paid off: one year later, the company’s revenue has reached $1 million. We believed in the product we were hoping to sell, but we wanted to be smart about how we went about doing it. We made the decision to launch Photolemur as a unique entity for two primary reasons: 1) we identified its potential to exist and thrive on its own, given that it serviced a different, more casual market and created a different kind of value for consumers and 2) if it failed, we didn’t want that to negatively affect Skylum. Photolemur is a photography software company that three of us––all entrepreneurs and photographers in our own right––built as a separate venture from our flagship company, Skylum. But through our experience building Photolemur, we’ve learned that this isn’t necessarily true––and, in fact, might not be the best route for everyone. ![]()
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